Publication records

The case study documents the efforts of the equity investor African Development Corporation (ADC) and the African investment Loita Group to acquire shares in Nile Commercial Bank (NCB) of South Sudan in the summer of 2011. South Sudan had just become independent from northern Sudan in July 2011 after decades of civil war. It is one of the poorest countries in the world, but has vast reserves of commodities, mainly oil. On the one hand, NCB in 2011 was bloated with debt and managed badly. Certified data on the bank like P&L statements and balance sheets did not exist until summer 2011 and a due diligence has never been carried out. On the other hand, it is the most powerful banking brand in South Sudan and thus could yield high future profits by participating in the development of the economy and financing the exploration of the oil fields. The central bank, the Bank of South Sudan, has supported NCB since its founding in 2003, but was in 2011 looking for international debt- or equity investors to invest in NCB. The case focuses on ADC’s CEO, Dirk Harbecke, and his negotiations with the central bank. In summer 2011, ADC was an $80 million private equity fund, investing in banking and insurance services in sub-Saharan Africa. It is based in Mauritius. The case discusses whether or not ADC and Loita should invest in NCB when considering risk, return, and ethics as well as how a debt- or equity investment should be structured. The case can be taught in MBA, EMBA, and advanced management programs focusing on market expansion, global strategy, negotiation, and international finance.

The case is set in February 2008. Stefan Tammler, head of the chassis systems control division (CC) of Robert Bosch GmbH (Bosch), has to make a decision about the location for the development of the new anti-lock braking system (ABS) for the low-price vehicle segment (LPV). The case begins with a short introduction outlining the situation. It gives a detailed background on Bosch, especially the chassis systems control division. The main part of the case focuses on the global product development strategy, highlighting especially the two development sites in Suzhou, China; and Yokohama, Japan. Furthermore, the Chinese car market is described in detail, with special emphasis on the LPV segment. The case concludes with Stefan Tammler having to decide where to develop the new ABS system for the LPV segment.

Status-seeking behaviors are linked to executive career progression, but do leaders appreciate being surrounded by followers eager to move up in the organizational hierarchy? Building on the self-enhancement theory, we propose that leaders with high self-assessed getting-ahead behaviors give better performance evaluations to subordinates who also have willingness to get ahead behaviors. In contrast, leaders with low self-assessed getting-ahead behaviors are quite reserved about the performance of subordinates high in the getting-ahead dimension. We also propose that overall, ambitious leaders evaluate more positively their followers’ performance than leaders with more modest desire to get ahead. We suggest that this effect is magnified when the status differential between the leader and the follower is reduced due to differences in age or hierarchical level (i.e., a younger leader or too few hierarchical levels between the leader and the subordinate). The results obtained by using polynomial regression and response surface techniques to analyze a sample of 138 leader-follower dyads supported our hypotheses showing a supervisor’s contextual performance ratings skew rooted in leaders’ desire to get ahead. We conclude by deriving the theoretical and practical implications of these findings.

 

View all ESMT Working Papers in the ESMT Working Paper Series here. ESMT Working Papers are also available via SSRN, RePEc, EconStor, and the German National Library (DNB).

Drawing on identity and social comparison theories, we propose and test a model of motivation to lead based on two types of self-to-role comparisons (i.e., self-comparisons with specific leaders and with more abstract representations of the leadership role). We propose that these comparisons imply different identity verification purposes and have different consequences on the motivation of individuals. The results obtained by using structural equation models and response surface techniques among a sample of 180 executives support our predictions. We hypothesize and find that a perceived similarity with a significant leader has a positive effect on the motivation to lead and that this relationship is mediated by self-efficacy perceptions. We also find that the affective, but not the social-normative component, is higher when there is self-role congruence with respect to leadership dimensions such as “power” and “affiliation”. We discuss theoretical and practical implications for leadership and the subjective fit at work.

 

View all ESMT Working Papers in the ESMT Working Paper Series here. ESMT Working Papers are also available via SSRN, RePEc, EconStor, and the German National Library (DNB).

Technology diffusion processes are often said to have critical mass phenomena. We apply a model of demand with installed base effects to provide theoretically grounded empirical insights about critical mass. Our model allows us to rigorously identify and quantify critical mass as a function of installed base and price. Using data from the digital cellular telephony market, which is commonly assumed to have installed base effects, we apply our model and find that installed base effects were generally not strong enough to generate critical mass phenomena, except in the first cellular markets to introduce the technology.

With permission of Elsevier

This paper analyzes the strategic use of bilateral supply contracts in sequential negotiations between one manufacturer and two differentiated retailers. The first main result is that, despite the feasibility of general supply contracts which are functions of own quantity (but cannot be contingent on the rival's quantity), the first contracting parties have incentives to manipulate their contract to shift rent from the second contracting retailer and these incentives distort the industry profit away from the fully-integrated monopoly outcome. The second main result is that if the contract terms between the manufacturer and the first retailer can be renegotiated from scratch in the event that the second retailer has no agreement, then the monopoly outcome can be achieved, often with full rent extraction from the second retailer. Moreover, there are conditions under which renegotiation from scratch yields higher joint profit for the firstly contracting parties than no renegotiation. These results do not depend on the type of retail competition, the level of differentiation between the retailers, the order of sequential negotiations, the level of asymmetry between the retailers in terms of their bargaining power vis-à-vis the manufacturer, or their profitability from being the monopoly retailer.

With permission of Elsevier